Publications

January 2006 (Revised June 2008)
Case

Lehman Brothers (A): Rise of the Equity Research Department

By: Ashish Nanda, Boris Groysberg and Lauren Prusiner

Under Jack Rivkin's leadership, Shearson Lehman's research department rose from relative obscurity to the highest ranking research department on Wall Street within three years. When Rivkin is promoted to head of equity, he wonders how to succeed in his new position. A... View Details

Keywords: Talent and Talent Management; Leadership; Service Operations; Organizational Culture; Research; Alignment

25 Mar 2021
Research & Ideas

Steer Clear of the Blind Spots That Derail Experiments

business moved on. Not aligning experiments to broader organizational goals. Failing to understand the end goal can lead to misguided decisions about when and how to run such tests. Experiments should answer... View Details

Keywords: by Danielle Kost

July 2002 (Revised October 2002)
Case

Taj Hotel Group

By: Thomas J. DeLong and Vineeta Vijayaraghavan

R.K. Krishna Kumar, managing director and head of Taj Hotel Group, has to decide whether to reexamine a promotion decision. In an attempt to deliver a level of service quality that met global standards at the Indian hotel chain, Kumar had introduced new personnel... View Details

Keywords: Decision Making; Human Resources; Leadership Development; Management Teams; Organizational Culture; Alignment; India

24 Jul 2014
Blog Post

Create a Content Marketing Strategy for your Talent Acquisitions Team

such as level of experience, job function preferences and desired organizational benefits. Create personas for each segment.Create personas that match each of your target audience segments. For example, Jessica is a recent MBA graduate... View Details

16 Jan 2018
First Look

First Look at New Research and Ideas, January 16, 2018

change). They can be used to diagnose a culture and to model how likely an individual leader is to align with and shape it. The authors offer five insights regarding culture's effect on companies' success: (1) When View Details

Keywords: Sean Silverthorne

19 Dec 2005
Research & Ideas

The Regional Slice of Your Global Strategy

regions. At the very least, this sort of mapping sparks creativity. Facing The Organizational Challenge Regional strategies, as I've noted, can take a long time to implement. One deep-seated reason for this is that an organization's... View Details

Keywords: by Pankaj Ghemawat

10 Nov 2003
Research & Ideas

A Fast Start on Your New Job

been doing on the management of organizational change. The more I studied leaders who were trying to make changes in their organizations, the more I realized that they were usually in the midst of transitioning into new positions. In... View Details

Keywords: by Martha Lagace

17 Apr 2007
First Look

First Look: April 17, 2007

other's beliefs about demand. Thus, in this paper's setting, improved communication can induce alignment even if no economic incentives are changed. While consistent with the predominant view in View Details

Keywords: Martha Lagace

14 Sep 2010
First Look

First Look: September 14, 2010

the economics, management control, and organizational behavior literatures predict that when it is difficult to align incentives by contracting on output, aligning preferences... View Details

Keywords: Sean Silverthorne

October 2009
Case

A Big (Double) Deal: Anadarko's Acquisition of Kerr-McGee and Western Gas Resources

By: Clayton M. Christensen and Curtis Rising

On June 23, 2006, Anadarko Petroleum Corporation announced that it was simultaneously acquiring two public companies, Kerr-McGee and Western Gas Resources, in all-cash deals. The total price was about $24 billion, a figure close to Anadarko's market cap at the time.... View Details

Keywords: Acquisition; Business Model; Transformation; Negotiation; Organizational Culture; Public Ownership; Business and Shareholder Relations; Alignment; Valuation; Energy Industry; United States

June 2000
Case

Rebirth of the Swiss Watch Industry, 1980-1992 (B): Hayek and Thomke at SMH

By: Michael L. Tushman and Daniel Radov

Describes the course pursued by Hayek, Thomke, and others in the formation of SMH. Discusses the new strategy and its implementation, charting the dramatic recovery of the large Swiss watchmakers. Ends with an exploration of Hayek's efforts to build on SMH's successes. View Details

Keywords: Strategy; Organizational Structure; Cost Management; Organizational Change and Adaptation; Change Management; Alignment; Success; Asia; Hong Kong